Tag Archives: D&I

Increasing Equality

Gender Equality

Progress may be slow, but organisations are finding success with programmes that promote gender inclusion.

By Michael Switow

When Aliza Knox, a tech industry veteran with a track record of growing global brands in Asia-Pacific, applied for a job with the content delivery network Cloudflare, she did her homework. She went to the company’s website and came across a day-long forum it had sponsored. What struck her was that almost every discussion had at least one woman on the panel. There was even a session with two female professionals and no men—a rarity in an industry that is 80 per cent male.

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Decreasing the Gap

Gender Pay Gap

Faced with stricter pay reporting regulations, UK companies are implementing recruitment strategies to increase diversity.

By Simon Kent

The UK’s gender pay gap reporting regulations, which require organisations with more than 250 employees to publish their pay gap data, have revealed the significant and entrenched gender inequality that exists in the workplace. But on its own, the initiative is not enough to change the problems it highlights.

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Reaching New Heights

Diverse Leadership

Empower the workforce of the future by proactively building a diverse leadership pipeline.

By Marta Chmielowicz

In today’s competitive and fast-moving business world, innovation is key—and there’s no shortage of advice about how companies can innovate. From adopting AI-enabled technologies to embracing an agile mindset, HR leaders are working hard to stay ahead. But there’s another proven driver of progress and change that organizations can add to their list of strategies: building a diverse leadership team.

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Building Blocks to Diversity

Diverse Hiring

People, process, and technology are key pillars to creating a more diverse workforce.

By Irina Novoselsky

The recruitment process has always been riddled with biases. Humans find it nearly impossible to prevent their opinions and experiences from coming into play when making a decision. But technology is empowering organizations to work toward eliminating bias, which in turn allows companies to build stronger and more diverse workforces. Just imagine if interviews were structured like an episode of The Voice, where those making the hiring decisions only judged candidates based on skills and couldn’t be swayed by gender, physical appearance, or ethnicity. There would be no pre-conceived notions—only the most qualified candidate would win. Technology is turning this reality show concept into a reality for recruiters.

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Eye on Diversity

Diversity

Four organisations share their journeys to a more inclusive workforce.

By Simon Kent

Make no mistake, creating and maintaining a diverse workforce is both a business imperative and a huge challenge for today’s employers. Researching the subject back in 2012, McKinsey found companies ranking in the top quartile of executive-board diversity experienced 53 per cent higher returns on equity, on average, than those in the bottom quartile. Forbes has also identified diversity as a key to innovation, claiming “diversity is no longer simply a matter of creating a heterogeneous workforce, but using that workforce to innovate and give it a competitive advantage in the marketplace.”

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C-TEN Insights: Diverse by Design

Diversity

Leading D&I for a minority majority company, SVP of HR and D&I Jacqueline Welch reveals strategies that drive results.

By Debbie Bolla

Industry research shows that diversity and inclusion (D&I) efforts can provide organizations with a competitive edge: McKinsey reports that the most ethnically diverse companies are 35 percent more likely to outperform their counterparts and Bersin by Deloitte research finds that inclusive companies are 1.7 times more likely to be innovative leaders in their fields. Jacqueline Welch knows this—and more. As senior vice president of human resources and diversity and inclusion and chief diversity officer at Freddie Mac, she has made D&I a real priority for the organization. Here, she shares how to increase, communicate, and measure D&I efforts.

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The Face of Inclusion

Debbie Bolla

A roundup of CHROs and TA leaders share best-in-class D&I strategies.

By Debbie Bolla

The recent #MeToo movement shined a spotlight on the mistreatment of women and minorities in all realms of society, and the workplace was no exception. As cases continue to make headlines, they encourage organizations to rethink their polices and practices, with HR leading the charge to change. This crusade for fairness among all workers is clearly connected to an organization’s diversity and inclusion (D&I) strategy.

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Actions with Impact

Diversity Screening

Bias in candidate screening remains a major obstacle to diversity, but AI-enabled technology can help.

By Marta Chmielowicz

The world economy is growing and diversity is growing with it. According to the U.S. Census, more than half of all Americans are projected to belong to a minority group by 2044—and this will have a major impact on labor market demographics. The Bureau of Labor Statistics reports that the percentage of Hispanics in the workforce is expected to almost double by 2060 while the percentage of whites is expected to decrease by nearly 20 percent. In addition, rising labor participation rates among women, increasing numbers of millennials in the workplace, and continued growth of immigration are all making diversity a critical business consideration.

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Goodbye to Bias

Hiring Bias

Unconscious bias plagues hiring decisions, employee growth, productivity, and retention. Here are six strategies that help eliminate it.

By Michele McDermott

Unconscious biases are social stereotypes about certain groups of people that are formed outside conscious awareness. Often, backgrounds, experiences, societal stereotypes, and cultural context can impact people’s decisions and actions without them even realizing it. Brains make incredibly quick judgments and assessments of people and situations. This is also referred to as a “mental blind spot.”

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Diversity on the Move

D&I

Experts offer best practices for executing a more inclusive relocation strategy.

By Marta Chmielowicz

Molly is an experienced sales manager at a company that is expanding its operations to India. RelocationShe is a single mother of two children—one of whom has special needs and requires therapy and tutoring. The new location has an opening for a regional sales manager, but she feels she is overlooked due to her complex family situation.

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